Project Management Achieving Competitive Advantage 3rd Edition by Jeffery Pinto 0273767429 9780273767428

Introduction to Project Management
1.1 What Is a Project?
1.2 Why Are Projects Important?
1.3 Project Life Cycles
1.4 Determinants of Project Success
1.5 Developing Project Management Maturity
1.6 Project Elements and Text Organization

The Organizational Context: Strategy, Structure, and Culture
2.1 Projects and Organizational Strategy
2.2 Stakeholder Management
2.3 Organizational Structure
2.4 Forms of Organizational Structure
2.5 Project Management Offices
2.6 Organizational Culture

Project Selection and Portfolio Management
3.1 Project Selection
3.2 Approaches to Project Screening and Selection
3.3 Financial Models
3.4 Project Portfolio Management

Leadership and the Project Manager
4.1 Leaders versus Managers
4.2 How the Project Manager Leads
4.3 Traits of Effective Project Leaders
4.4 Project Champions
4.5 The New Project Leadership
4.6 Project Management Professionalism

Scope Management
5.1 Conceptual Development
5.2 The Scope Statement
5.3 Work Authorization
5.4 Scope Reporting
5.5 Control Systems
5.6 Project Closeout

Project Team Building, Conflict, and Negotiation
6.1 Building the Project Team
6.2 Characteristics of Effective Project Teams
6.3 Reasons Why Teams Fail
6.4 Stages in Group Development
6.5 Achieving Cross-Functional Cooperation
6.6 Virtual Project Teams
6.7 Conflict Management
6.8 Negotiation

Risk Management
7.1 Risk Management: A Four-Stage Process
7.2 Project Risk Management: An Integrated Approach

Cost Estimation and Budgeting
8.1 Cost Management
8.2 Cost Estimation
8.3 Creating a Project Budget
8.4 Developing Budget Contingencies

Project Scheduling: Networks, Duration Estimation, and Critical Path
9.1 Project Scheduling
9.2 Key Scheduling Terminology
9.3 Developing a Network
9.4 Duration Estimation
9.5 Constructing the Critical Path

Project Scheduling: Lagging, Crashing, and Activity Networks
10.1 Lags in Precedence Relationships
10.2 Gantt Charts
10.3 Crashing Projects
10.4 Activity-on-Arrow Networks
10.5 Controversies in the Use of Networks

Critical Chain Project Scheduling
11.1 The Theory of Constraints and Critical Chain Project Scheduling
11.2 CCPM and the Causes of Project Delay
11.3 How Project Teams Waste the Extra Safety They Acquire
11.4 The Critical Chain Solution to Project Scheduling
11.5 Critical Chain Solutions to Resource Conflicts
11.6 Critical Chain Project Portfolio Management
11.7 Critiques of CCPM

Resource Management
12.1 The Basics of Resource Constraints
12.2 Resource Loading
12.3 Resource Leveling
12.4 Resource-Loading Charts
12.5 Managing Resources in Multiproject Environments

Project Evaluation and Control
13.1 Control Cycles—A General Model
13.2 Monitoring Project Performance
13.3 Earned Value Management
13.4 Using Earned Value to Manage a Portfolio of Projects
13.5 Issues in the Effective Use of Earned Value Management
13.6 Human Factors in Project Evaluation and Control

Project Closeout and Termination
14.1 Types of Project Termination
14.2 Natural Termination—The Closeout Process
14.3 Early Termination for Projects
14.4 Preparing the Final Project Report

Appendices